Too often, a company identifies an ideal candidate for a role that will require employee relocation and then communicates only with the candidate about the potential relocation. Ironically, the accompanying spouse/partner and family often endure the brunt of the move. Read More
Author: TRC Global Mobility
– Supporting TRC’s Continued Growth-
MILWAUKEE, Wis. (September 12, 2017)
TRC Global Mobility, Inc. (TRC) is pleased to announce that Andrew Powers, CRP, has joined the company as Vice President, Global Business Development and Stacy Barnette has joined TRC as Manager, Client Relations.
Andrew Powers has more than a decade of business development experience as well as extensive relocation operations experience. With his diverse experience and commitment to clients and prospective clients, he is a skilled problem-solver who develops cost-effective mobility solutions. He will represent TRC in the metro New York City region.
Andrew is actively involved with Worldwide ERC© and regional relocation groups. He holds Worldwide ERC’s Certified Relocation Professional (CRP) designation. Andrew is available at email@example.com or 203-910-0142.
As Manager, Client Relations, Stacy Barnette will be responsible for the day-to-day management of TRC’s Account Management team. Stacy has nearly 15 years of employee mobility experience, serving most recently as Senior Client Service Manager for a relocation management company. In addition to her client service experience, Stacy has extensive experience in client finance and reporting, gained at several major relocation management companies. Stacy is available at firstname.lastname@example.org.
About TRC Global Mobility
TRC Global Mobility employees aren’t just knowledgeable talent mobility professionals: they own the company! They understand that your satisfaction and success is their success. So they have every reason to go the extra mile in developing creative solutions for clients and delivering outstanding service to relocating employees. TRC brings clients 30 years of experience, a flat, transparent organization and an independent structure that supports fresh ideas and customized solutions. As an independent company, TRC is free from corporate bureaucracy and preconceived notions. TRC’s talent mobility services enable you to have the most capable people in the locations where they can support your success, in over 150 countries worldwide. Visit TRC at www.trcglobalmobility.com
# # #
Jerry Funaro, SCRP, SGMS-T
Vice President, Global Marketing
In developing specifications for a new, outsourced provider, it is best to begin with an evaluation of your current process and policies, and a frank assessment of how well they meet the needs of your internal customers (recruiters, managers and relocating employees). You will probably identify aspects that are working well, and that you want the outsourced provider to continue, and others that could be better. Documenting and clearly articulating your needs, expectations and goals will make it easier to evaluate relocation companies and to determine the parameters of the outsourced program. Read More
Representing TRC in the Western U.S.
MILWAUKEE, Wis. (July 25, 2017)
TRC Global Mobility, Inc. (TRC) is pleased to announce that Rob Powers, CRP, has joined the company as Director, Global Business Development, focusing on the Western U.S. region.
Rob has a multifaceted record of success in the employee mobility industry. In his most recent role as Director, Client Development, Rob signed many significant new accounts. Earlier in his career, he worked in relocation information technology. This has equipped him with an in-depth understanding of the role of technology in the mobility process. Rob’s well-rounded understanding of employee mobility and consultative style will allow him to develop customized solutions for TRC’s prospective clients.
Rob is actively involved with Worldwide ERC© and regional relocation groups. He holds Worldwide ERC’s Certified Relocation Professional (CRP) designation.
About TRC Global Mobility
TRC Global Mobility employees aren’t just knowledgeable talent mobility professionals: they own the company! They understand that your satisfaction and success is their success. So they have every reason to go the extra mile in developing creative solutions for clients and delivering outstanding service to relocating employees. TRC brings clients 30 years of experience, a flat, transparent organization and an independent structure that supports fresh ideas and customized solutions. As an independent company, TRC is free from corporate bureaucracy and preconceived notions. TRC’s talent mobility services enable you to have the most capable people in the locations where they can support your success, in over 150 countries worldwide.
# # #
Jerry Funaro, SCRP, SGMS-T
Vice President, Global Marketing
It’s Not Just About the Employee: How to Accommodate the Needs of the Accompanying Expatriate Partner
In the not-so-distant past, a “trailing spouse” was typically the female partner of an expatriate male who ran the household and took care of the children’s needs while the family was on assignment. Today, the term “trailing spouse” is rarely used at all. As in non-expatriate society, family relationships are far more fluid and individual today. The accompanying partner or spouse might be responsible for the household and the children, might have a career or might have some combination of work and family responsibilities. Read More
What makes the “ideal expatriate”? Companies that deploy employees abroad are keenly interested in the answer to this question. According to Worldwide ERC, a traditional, long-term international assignment can cost a company $1m or more. In the worst-case scenario, if the expatriate or family are unhappy in the host location and the assignment fails, the company could potentially lose not only this substantial investment but also a valued employee—and usually to a competitor.
According to ECA International, in 2016, up to 7.2% of international assignments were terminated before the actual anticipated or scheduled completion date. The cost of terminating the assignment and repatriating the employee and family are only the beginning. The company faces another talent search to re-fill the role, loss of productivity while the role is vacant and the costs of a new assignment for a replacement employee. Intangible, less easily measured costs include the negative impact on the expatriate’s morale and that of his team and sometimes damage to the company’s reputation in the host location. Read More
What Is A Cost Of Living Allowance (COLA) / Goods And Services Differential (GSD) And How Is It Determined?
You have just accepted the role you have always dreamed about: a long term, international assignment in London! There are so many things to think about before leaving the US. Will you succeed in your new role? Will you fit in with your colleagues? Where will you live?
The one thing that you don’t want to have to worry about when taking an international assignment is whether or not you can afford it financially. You’ve always heard that London is a very expensive city, so how will you make ends meet on your current salary? Will your cost of living allowance cover your needs? Read More
In an increasingly volatile world, companies are trying to ensure their global mobility strategy remains competitive while increasing their return on investment from costly global assignments. Interestingly, more employees are interested in a global stint now than in the past, even those at relatively junior levels. In many organizations, realizing one’s career potential all but requires a global assignment.
Because of this, employers usually do not need to offer windfall-level benefit packages to coerce employees into taking these assignments, and there is much more variation in the assistance offered to global assignees than in the past. Senior executives might still receive rich packages but more inexperienced Millennials who are embarking on developmental assignments might require surprisingly modest assistance. As a generalization, they do not see these assignments as the hardship more senior employees often do.
These changed demographics free employers to pay more attention to cost containment when they are developing policies. The goal is to deliver the support needed for a successful assignment without spending money on unnecessary frills that may not be necessary to remain competitive.
The economy has recovered and job-hunters have more leverage than they’ve had in years. They are much more willing to relocate for the right opportunity if the employer is willing to offer relocation assistance that meets their unique needs. Gone are the days of strict, one-size-fits-all policies. Instead, the modern corporate relocation policy structure includes several tiers and offers flexibility to the employee to make the relocation as comfortable and simple as possible.